Partner Profiling

Partner recruitment, development and monitoring are critical success factors for companies leveraging the channel as a go to market model.

Increase the likelihood of channel success with profileIT, our Partner Profiling software

Having a structured method to evaluate and measure the likelihood of potential partners being a good fit in terms of their target markets, business strategies and key capabilities, allows both parties to understand how likely the partnership is going to work.

cm_partner-profiling

Introducing profileIT, our partner profiling platform which equips vendors with the ability to:

  • develop templates to evaluate different partner business models
  • define which criteria need to be evaluated (commitment, market, strategy, fit, capabilities)
  • ask rating questions to rate the level of completeness / capability for each of the criteria
  • give weightings to each of the factors depending on their importance in the evaluation
  • produce reports for individual partners or benchmark multiple partners relative to each other
  • store results to allow progress against each factor over time.

Why choose profileIT?

  1. Flexibility
    To define templates, factors, criteria and weightings to consistently evaluate different partner business models and potential partners
  2. Consistency
    In the form and method of assessing potential and existing partners.

Key considerations in Partner Profiling:

Understanding what is important to you and your channel partner for the relationship to blossom allows you to construct the profiling exercise. The key dimensions of the profile can vary across different partner business models but you might want to understand, for example, the partner’s market fit to your own and their business fit to your needs. Once the key dimensions are established the sub-categories (criteria) that makes these up can be identified. For market fit these might include customer segments the partner sells into, verticals and even geographic coverage, while business fit might include solutions offered, support capability and partnership commitment.

How you measure and rank each criterion should be made as straightforward as possible for the evaluator. For example, under partnership commitment you might have a sliding scale with 0 being ‘not willing to invest’, all the way to 5 which might be ‘Willing to build joint business plan, invest in marketing funds and train sales & services personnel on our technology’.

Weighting each criterion should be based on experience of what works, importance to you and importance to the partner. The weighting can be tested on existing partners who have been successful, and those that have not and can be iterated over time.

The profiling exercise should be constructed in such a way that the evaluator can complete the profile as part of a structured dialogue with the potential partner.

Increase the likelihood of channel success with profileIT, our Partner Profiling software

Having a structured method to evaluate and measure the likelihood of potential partners being a good fit in terms of their target markets, business strategies and key capabilities, allows both parties to understand how likely the partnership is going to work.

cm_partner-profiling


  • develop templates to evaluate different partner business models
  • define which criteria need to be evaluated (commitment, market, strategy, fit, capabilities)
  • ask rating questions to rate the level of completeness / capability for each of the criteria
  • give weightings to each of the factors depending on their importance in the evaluation
  • produce reports for individual partners or benchmark multiple partners relative to each other
  • store results to allow progress against each factor over time.

  1. Flexibility
    To define templates, factors, criteria and weightings to consistently evaluate different partner business models and potential partners
  2. Consistency
    In the form and method of assessing potential and existing partners.

Understanding what is important to you and your channel partner for the relationship to blossom allows you to construct the profiling exercise. The key dimensions of the profile can vary across different partner business models but you might want to understand, for example, the partner’s market fit to your own and their business fit to your needs. Once the key dimensions are established the sub-categories (criteria) that makes these up can be identified. For market fit these might include customer segments the partner sells into, verticals and even geographic coverage, while business fit might include solutions offered, support capability and partnership commitment.

How you measure and rank each criterion should be made as straightforward as possible for the evaluator. For example, under partnership commitment you might have a sliding scale with 0 being ‘not willing to invest’, all the way to 5 which might be ‘Willing to build joint business plan, invest in marketing funds and train sales & services personnel on our technology’.

Weighting each criterion should be based on experience of what works, importance to you and importance to the partner. The weighting can be tested on existing partners who have been successful, and those that have not and can be iterated over time.

The profiling exercise should be constructed in such a way that the evaluator can complete the profile as part of a structured dialogue with the potential partner.


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